Challenges
- Devolved business structure with attractions in each country supported by on site/local HR teams.
- Complex business with a wide variety of workforce personas and requirements, e.g., heavily operational in the attractions.
- Different HR roles, policies and practices across operating businesses and geographies
- No single view of what makes a good manager and the capabilities required to be successful
How LACE helped
People Strategy workshops
Supported the People Director to shape their people strategy and roadmap through a series of facilitated workshops.
SME guidance and advise
Across the detailed design and implementation of the client’s first HR shared service hub in the US (development of the overall plan, QA of process design, service catalogue, channel strategy, transition approach etc.) – implementation activities heavily client-led to build internal capability and be sensitive to cost.
Leveraged existing capability and skill materials
To prepare a draft framework, working with the Global Talent lead to shape the final version. Tested the framework by running virtual international focus groups with line managers, as well as gathering input on the most effective way to communicate and launch the framework.
Developed an HR transformation
HR TOM focussed business case for the UK and US across divisions.
What made us fundamentally different
Framework for line manager capabilities
Defined a framework for line manager capabilities covering all aspects of a manager’s role (including managing finances, people, change and expertise) with examples of ‘good’ and ‘great’ for each capability area.
Prepared a change plan to launch the manager capability framework.
Defined the overall HR operating model approach and business case, shaping the design and advising on implementation in relation to the design and implementation of a new HR operations hub for the US.
